Process Groups

The Components of a Project Charter:

Key Project Deliverables: Measurable outcomes, results, or specific items that must be produced in order to consider the project complete.

High Level Milestones: Major events in a project that are used to measure progress; also used as checkpoints to mark when key deliverables are completed and to determine whether the project is staying on schedule.

High Level Cost Estimates: Estimates of the projects cost, determine by using historical information from similar past projects.

Identify Stakeholders: Use the stakeholder matrix in the project charter for an increased chance for a successful project as long as you take the time to discover and interview potential project stakeholders.

General Project Approach: The approach the project team will take in the production of the deliverables of the project.

 

 

Problem Statement: Helps project team understand “Why we started this project to begin with? What do we want to gain from this project? What problem are we trying to solve?”.

High Level Assumptions: Events, actions, concepts, or ideas you believe to be true. You can make assumptions for past project members to be available, resource availability, funding, weather, timing of other related events, and availability of vendors.

High Level Constraints: Anything that restricts or dictates the actions of the project team such as budgets, technology, scope, quality, and direct orders from upper management.

High Level Risks: Opportunities or threats to the project; each project should include a budget risks, scheduling risks, project management process risks, political risks, legal risks and management risks.

Project Objectives: Explains what the project is all about, must be clear and specified in a way that the final result can be easily measured against the objective.

 

 

The Process Groups of the Product Life Cycle:

Initiating/Pre-Project Setup: All activities that lead up to the final authorization to begin the prject, starting with the original project request. This process can be informal or formal, depending on the organization.

Planning: Where the project goals, objectives, and deliverables are refined and broken down into manageable units of work.

Executing: Where the work of the project is performed. The project manager must coordinate all the team members as well as other resources assigned to the project.

Monitoring/Controlling: Activities that monitor the progress of the project to identify any variances from the project plan. Also where requests for changes to the project scope occur and where corrective actions are taken to get the work of the project realigned to the project plan.

Closing: Documentation of the formal acceptance of the project work and to handoff the completed product to the organization for ongoing maintenance and support.

 

TestMoz:

Click here to take a test on this chapter.